Articles

Lessons from the successes and failures of many emerging technologies offer a helpful guide in how adoption works.

How can large companies take advantage of the knowledge that is dispersed in various parts of their organizations? In an interview with MIT SMR, K. Ananth Krishnan, the CTO of Tata Consultancy Services, describes how he learns from his organization's collective intelligence.

Should you price a consumer product at a price that ends in 99 cents — or price it at a round dollar amount?

Why have investors been so bullish on companies like Disney? It's their business models.

This article assesses root causes of the highly publicized recalls of Toyota vehicles in the U.S.

Sophisticated relationship management resources alone won't make customers more loyal.

Project leaders should frame projects the same way marketing managers frame branding efforts.

Generating good innovation proposals from within the ranks of the organization is only the beginning. The more difficult part is creating a selection process that identifies which ideas to implement.

Smart executives are searching out people to send them signals about how their businesses are really being received.

Jim Rogers' official titles are chairman, president and CEO of Duke Energy. But he says those titles boil down to two roles: general and scout. As general, he sets goals for people. As a scout, he gets to meet people, listen to their ideas, and think about all the potentials for his industry. He thinks of his company as a technology company disguised as a utility. Energy has been at the front of innovation, he notes. Duke Energy is a Charlotte, N.C.-based electric power company that supplies and delivers energy to approximately 4 million U.S. customers. Rogers sees the company's job as being a "nimble pioneer" to help usher in new technologies, new public policies, and new ways of thinking about energy directions. Rogers spoke with Michael S. Hopkins, editor-in-chief of MIT Sloan Management Review, about why education is not sufficient to get people to do the right thing, when it's good to give in to risk, and how Duke Energy plans to shift from being a "supplier of electricity" to an "optimizer of use."